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The value of craftsmanship
Every assignment has unique problems and challenges. Our assignments meet at an intersection of the corporate disciplines: . strategy, identity & positioning, finance, marketing, communication and organisation: the Cicle of Five™.
Most advisors are experts in one or two disciplines of the Circle of Five™, we offer a 360 degrees perspective on increasing profitability, valuecreation and valuation. The cases below provide you with more insight into our method of working.
CASUS 1 · Creating a unique face in the market (= making choices for the future)
CASUS 2 · Credit facilities for an extensive reorganisation (= room for innovation)
CASUS 3 · Winds of change (= crisis communication on all fronts)
CASUS 4 · More choices for growth via more visibility in the market (= leverage name recognition)
CASUS 5 · A successfully transformed business concept (= capitalising on corporate capital)
CASUS 6 · Growth, strategy and value (= determining strategy and tactics for value creation)
CASUS 7 · Clarity in business leads to clarity in marketing communication (= increased impact and effectiveness)
CASUS 8 · Second opinion (= not obstructed by one-track thinking)
Our client is a prominent company with two strong business units, each with their own distinctive business proposition. The holding brand does not yet have its own proposition, and its corporate story is still unknown in the Netherlands.
Together with the Board of Directors and business unit managers, we developed a distinctive positioning for the corporate brand. >> read more
Together with the Board of Directors and business unit managers, we developed a distinctive positioning for the corporate brand. >> read more
CASUS 2 · Credit facilities for an extensive reorganisation (= room for innovation)
The client is a top medical institute, on the threshold of a major path of renovation accompanied by complex financial challenges. We supported the Board of Directors and financial department by testing and fine tuning the financial memorandum from a bank's perspective. >> read more
CASUS 3 · Winds of change (= crisis communication on all fronts)
A medium-sized company was confronted with negative media coverage, which severely impacted the willingness of clients and banks to do business with them: the future of the company was at stake. Together with management, we created and implemented a workable strategy for the banks, important clients, and the media. >> read more
CASUS 4 · More choices for growth via more visibility in the market (= leverage name recognition)
A semi-public enterprise with a turnover of 2 billion euros established a clear strategy for growth. In order to fulfil its ambitions the company required new capital (IPO, private placement or an increase of the current credit facilities). Together with the directors we outlined the business plan; strategy, market position, distinguishing features and possible valuation of the business. >> read more
CASUS 5 · A successfully transformed business concept (= capitalising on corporate capital)
The client grew in five years to become an independent non-profit organisation. The founder and director took on the challenge of transforming this non-profit organisation into a commercial market-driven - enterprise. Together we chose a new strategic direction and implemented a business plan, whereby the built-up corporate capital network, know how and relationship management - could be used for building a profit-oriented business. >> read more
CASUS 6 · Growth, strategy and value (= determining strategy and tactics for value creation)
Our client developed a number of scenarios for expansion and needed to decide which ones were attainable in a politically sensitive environment. By means of a perception survey, PerspeXo mapped out the interests and opinions of the most important stake holders in the market. >> read more
CASUS 7 · Clarity in business leads to clarity in marketing communication (= increased impact and effectiveness)
A medium-sized company grew rapidly resulting in many different business units. The company had to decide on how to (re-)organise the business and which business units would have the best (value-enhancing) opportunities for growth. Following an extensive analysis in consultation with the business units we advised the directors to reduce the number of business units. >> read more
CASUS 8 · Second opinion (= not obstructed by one-track thinking)
A medium-sized family business wanted to reinforce its market position and concluded that an acquisition could offer the opportunity to reach the next level of size and scale. The directors formed a team of specialists from law, accounting and consultancy practices. During the acquisition process, the business owner was confronted with a number of developments that could considerably reduce the value of the brand – and therefore the business itself. >> read more